The Wiggly Curve of Agile Change is a practitioner framework extending the author’s J-Curve of Change (Viney, 2005) into the context of iterative and agile technology delivery. It proposes that agile sprint cadence does not eliminate the performance disruption described by the J-Curve — it distributes it. Rather than a single large performance dip, organisations undergoing agile transformation experience a series of smaller oscillations repeated at sprint cadence, producing cumulative cognitive load that is difficult to observe in aggregate. Without deliberate change management, this cumulative effect produces a measurable gap between the end state actually achieved and the desired state: what the author terms the ‘dead loss of poor adoption’. The framework challenges the prevalent assumption that agile methods render structured change management unnecessary, drawing on Kahneman’s dual-process theory and the Zeigarnik effect to explain why many small changes may impose a greater total cognitive burden on affected individuals than a single large one. The paper argues that agile does not make change management redundant — it makes it differently necessary: persistent rather than episodic, embedded rather than separate, and focused on minimising the residual cognitive load of continuous iteration rather than managing a single transformational dip.
David Viney (Mon,) studied this question.